November/December 2003

In Praise of Praise

One of the sad facts of the workplace these days is that too few managers voice praise and thank employees for jobs well done. Managers are pulled in so many directions that offering praise or congratulations is often at the bottom of their to-do list—if it’s there at all. In one study, 58 percent of employees said their managers seldom or never thank them for doing a good job. Ask managers about it, however, and you get a different picture; they say they do praise employees and reward jobs well done. But, according to a leading expert on performance management, the “managers who feel they (provide positive reinforcement) the most, in my experience, actually do it the least.”

So how can managers learn to praise and make sure it’s effective? That’s what this issue of Duck Tales™ is all about. William James, an early American psychologist, wrote, “the deepest principle in human nature is the craving to be appreciated.” Providing recognition and rewards feeds a deep human need. It shows you care about your employees, it makes them want to stick around and do a good job. And as we often hear this time of year, it is better to give than to receive.

Thank You Goes a Long Way
When a middle-aged man arrived home after running in his first marathon, he found a gift awaiting him from his boss. On his front porch was a bottle of champagne with a card attached. It read: “Congratulations on your achievement. Your willpower is something to be admired.” The man kept the card for years as a keepsake of his personal triumph. This simple yet thoughtful gift left a lasting impression on the recipient, who never forgot his boss’s kindness.

There are hundreds of ways managers can reward employees for a personal or professional achievement or thank them for their contributions. When rewarding an employee for a professional achievement, some people think money is the best reward—but, truth be told, it’s not necessarily the most effective. The problem with money is that it soon disappears, leaving no lasting reminder of the employee’s achievement. What do employees think about the matter? They say they are most motivated by genuine appreciation in the form of (1) a face-to-face thank you or congratulations, (2) handwritten notes praising good performance, and (3) involvement in decision making.

Over the years, writes Bob Nelson, author of 1001 Ways to Reward Employees, the manager’s role has shifted from “command and control” to “coach and cheerlead.” Nelson says, “Today’s managers need to treat employees as colleagues and partners in the business, to establish a supportive environment in which people can be their best.” Managers able to provide this kind of culture are repaid in a thousand ways.

Tips for Offering Praise
One study found that of 65 potential incentives in the workplace, the most effective, as judged by employees, was a manager who personally offered congratulations on a job well done. So how exactly should a manager go about offering congratulations? Here’s the way Trust E. Duck® sees things:

• Make it timely. Offer praise immediately after you spot the desired behavior. Waiting too long can actually have a detrimental effect.
  Congratulating a salesperson two weeks after she has met her goal sends this message: “Your achievement wasn’t that important to me” or “I am out of touch with your department.”
  
• Be sincere. Praise only works when it’s sincere. If you just go through the motions, your words will ring hollow. On the other hand, don’t worry if you feel awkward offering praise. If you are sincere, employees will see this and appreciate your words all the more.
  
• Make it personal. When you take a break from your busy schedule to offer words of praise or hand write a note, you are underscoring the importance of the employee’s achievement. Your effort will not be lost on the employee!
  
• Be positive. If you say, “That report was great, but you sure need to work on your spelling,” do you think the employee will interpret that as praise? All he’ll hear is that he’s a lousy speller.
  
• Don’t be stingy. Offer praise whenever it is merited, not just during performance reviews.

1. Ask them what you can do to keep them here. There’s nothing better than a point-blank question to get honest responses. Just ask employees what they want and need, and you’ll learn a lot.
   
2. Be willing to bend the rules. If you tell employees, “Well, we haven’t done that, but let’s see what happens if we try,” you’ll earn a tremendous amount of respect very quickly. While some things can’t be changed, leaders who are willing to try new things retain more employees.
   
3. Help them grow. Today’s employees want to be challenged and nurtured. Managers must be willing to help employees learn and grow. If you avoid helping workers make career decisions, they’re bound to seek an employer who will.
   
4. Keep them in the loop. Always communicate the good and bad with employees. The more you talk to them, the more respect you’ll receive. By sharing the facts, you’ll also keep the rumor mill under control.

• Think about the receiver. No matter what you need to tell the other person, always keep his or her self-esteem and dignity in mind. Reaffirm the receiver’s abilities before launching into a litany of changes. Let them know that in offering this feedback, you want the best for them.
  
• Can it be changed? Always keep this question in mind. Giving feedback for something a person can’t do anything about is demeaning and a poor use of everyone’s time. On the other hand, if you direct feedback toward something people can change, you’ll be helping them grow in their abilities.
  
• Judge ye not. Keep judgmental verbiage out of your feedback. Offer suggestions, but not ultimatums or personal criticisms.
  
• Let them decide. People get defensive when they believe you are demanding change, instead of offering them options. Help them understand that the actions you propose are theirs for the choosing.

1. Ask employees how they want to celebrate.
   Make sure there is top-down support and bottom-up involvement with the celebration. One company’s party included a talent show with participants from all levels of the organization. Another celebration featured an all-employee band and a safety skit performed by employees. Celebrations that involve employees from the start through the end go a long way toward enhancing feelings of loyalty, camaraderie, and mutual respect.
   
2. Focus on the process. Too many celebrations neglect to emphasize the journey or process behind the milestone you are celebrating. Point out aspects of the journey that helped employees reach their safety goal or sales quota. Focusing on the journey gives credit where credit is due, and gives a boost to those responsible for the behaviors. Encourage employees to discuss obstacles and how they overcame them.
   
3. Let employees do the talking. Typical celebrations involve speeches from executives lauding the accomplishments and expressing their appreciation. There may be charts showing money saved or injuries prevented and pledges of continuous improvement. That’s all well and good, but it’s not enough. A more memorable and inspiring celebration is when employees do the talking— about their experiences and successes.
   Make it their celebration. Get teams to share brief presentations on ideas or processes that worked; let them discuss their procedures for encouraging safety or winning new clients.